\n\tThe IERG also will connect new international hires with external resources in the community. In one major health-care organization, Nicklos created an IERG that, she says, became “a tremendous resource to the new international hires, increased employee engagement, and supported talent retention and development.” The IERG may act as a catalyst for open dialogue between all employees coming from different cultures. It will increase employee engagement and become a workforce pipeline for the organization.<\/p>\n

\n\tThe IERG should have an executive sponsor who has experience moving to a new culture. It will provide a network that supports professional development, increased retention, and talent acquisition while working with senior leaders to address concerns and provide feedback and guidance that promotes professional growth. The IERG should record all new ideas and best practices it has created that contributed to the organization’s success. These contributions then can be presented to senior leaders in person or in a written report. Having the IERG meet with other Employee Resource Groups can be a catalyst for relationship building.<\/p>\n

\n\t2. Develop an International Employee Onboarding Program. <\/strong>The program should focus specifically on the challenges faced by international employees. This should include a workshop on living and working in their new culture and workplace. Presentations by successful international employees are great motivators. Community representatives and resources should be present. International employees may not be accustomed to joining volunteer organizations or taking advantage of community colleges or adult education and using networking for their professional and personal growth.<\/p>\n

\n\t3. Create an International Employee Buddy or Mentorship Program.<\/strong> Pair new international employees with a buddy or mentor who is from the same culture or has had similar experiences. Expats who have returned home from an international assignment make great candidates since they want to connect with people from other cultures as part of their continuing interest and education in things international. Since international employees may not take the initiative to ask for help, mentors should call or meet their mentees on a regular basis. One-on-one assistance can significantly improve worker confidence and result in the recognition of hidden talents.<\/p>\n

\n\t4. Create Opportunities for Socializing and Networking.<\/strong> These interpersonal opportunities can focus on a particular topic of interest where each employee shares insights and experiences from his or her home culture such as education, religion, food, etc. Social networking groups, including the mentors, can result in unanticipated opportunities for growth. A dedicated Website with FAQs and resources can make a big difference for those who have linguistic challenges or are otherwise inhibited to seek help in person. IERGs also can sponsor Lunch & Learn meetings where they can share insights about their home culture.<\/p>\n

\n\t5. Create Opportunities for Socializing and Networking.<\/strong> These interpersonal opportunities can focus on a particular topic of interest where each employee shares insights and experiences from his or her home culture such as education, religion, food, etc. Social networking groups, including the mentors, can result in unanticipated opportunities for growth. A dedicated Website with FAQs and resources can make a big difference for those who have linguistic challenges or are otherwise inhibited to seek help in person. IERGs also can sponsor Lunch & Learn meetings where they can share insights about their home culture.<\/p>\n

\n\t6. Provide Cultural Competency Training for All Managers.<\/strong> Managers can play a vital role in the success of international employees. A cultural competency program focusing on managing international employees can be powerful, especially if employees can describe cases or incidents where there was a culture clash or where they felt inhibited at work. I have led many sessions where employees described how they were held back by their accents or their discomfort with taking credit for their work or speaking up at meetings. These training programs should examine the core cultural tendencies that impact manager\/ employee relationships. These include hierarchy (micro-management vs. empowerment), direct vs. indirect communication styles, processes of evaluation, performance reviews and feedback, and socializing during and after work.<\/p>\n

\n\tProvide Learning and Development Opportunities for International Employees. International employees are eager learners. They welcome programs on presentation skills, sponsoring Toastmasters at work, financial planning, English language lessons, accent reduction classes, health, and nutrition. Not only will they benefit and make a greater contribution to the organization, they will spread the word to their friends and relatives that your company is a welcoming employer of choice.<\/p>\n

\n\tYour international employees want to succeed and contribute to the organization. Enlightened Learning and Development leadership can open the door for their full participation and inclusion, which will result in engaged and dedicated employees.<\/p>\n